IB Term Paper

8/3/2019 IB Term Paper

http://slidepdf.com/reader/full/ib-term-paper 1/31

International Business

Course co-ordinator: Prof. S Yadav

TERM PAPERCourse No. : SML 822

Cultural Aspects of International Business & Learnings

Submitted By:

2009SMN 6720 Mathew P Varghese

2009SMN 6722 Balvinder Singh Chabra

2009SMN 6723 Ranu Srivastava

2009SMN 6734 Kaushal Kishore Verma

Indian Institute of Technology, Delhi





ContentsContents ............................................................................................................................... 3

.............................................................................................................................................. 5

Three key phases of an international expansion project: ...................................................... 6

Planning for expansion .......................................................................................................... 6

Cross-cultural competence in international business ............................................................ 9

The Iceberg Model........................................................................................................ 11

Low vs. High Context .................................................................................................... 11

Tips for communicating with people from low-context cultures ...................................... 12

Global advice on International Cultural Aspects & Training ................................................ 15

Managers and National Culture ........................................................................................... 19

Cultural Values,Managerial Implications & Organization structure .....................................22

Employee Categorization & Prototype in Chinese Culture .................................................. 24

The Indian Context .............................................................................................................. 25

Management Styles in Various Cultures ............................................................................. 28

Learnings & implications ..................................................................................................... 30

References .......................................................................................................................... 31





IntroductionIn August 2010, China overtook Japan as the second largest economy in the world, and it is

closing the gap on the United States. The world is changing at a fast pace, driven by

globalisation. Throughout the global financial crisis, agile organisations continued their quest toparticipate in and prosper from the tremendous growth in the emerging markets.

The Globalization Index1 supports many market indicators that the trend towards ambitious

international expansion will continue. This research depicts a global landscape where

organisations execute their international expansion strategies at a rapid pace. This speed of

expansion may indicate the strong desire by companies to be the first-to-market and/or the

imperative to capitalise on new market developments.

The survey was conducted in August 2009, with 520 senior executives worldwide. 38% of

respondents indicated that they currently derive over half of their revenue from overseas

operations. As indicated in the chart below, by 2012 more than half of the respondents expect

this to be the case, with one in four respondents expecting to derive more than three quarters

of their revenue from overseas.Only one in 50 executives surveyed believes containing their

operations within their home country or earning less than 10% of their revenue from overseas

markets by 2012, to be a viable option.



Three key phases of an international expansion project:

1. Planning for expansion

2. Choosing your location

3. Conducting business overseas.

Planning for expansion1. Strategy

Clearly define and stress test your strategy

What are the implications of international expansion

for your existing business operations?

2. Global trends

Is your organisation exposed to new and emerging markets?

Has the composition of your major competitors changed?

Is foreign direct investment in your industry sector clustered in locations where you do not

have a presence?3 Market research

What research is available to provide you with information on market and industry

conditions?

Is this information up-to-date and what is the future outlook?

Create a short list of new and emerging markets,tap into existing networks, talk to your

advisors and visit your short listed locations.

Choosing the location

4. Political and social climate

Is the political system stable? How do you assess sovereign risk?

Does the country suffer under high levels of sovereign debt?

Is there likely to be social unrest or are workers organised in powerful unions?

5. Local tax and regulatory environment

Is the tax regime business friendly and/or competitive?

Does the country have free trade agreements or double tax treaties?

Does the regulatory regime set the scene for a sound corporate governance framework?

6. Legal system

Is it a common law system? If not, are you sure you understand the outcomes?

Do the laws and the legal and judicial system provide support for and protection of

commercial activities?

7. Innovation and incentives

Should you develop your products in emerging or fast growth markets?Should you have a presence at global innovation clusters?

Are generous grants and incentives available for innovative organisations?

8. Location and infrastructure

Is economic infrastructure secure and reliable?

How would you deal with power outages,telecommunication down time or traffic

congestion?



Is the location central to your regional markets, suppliers of goods and services?

9. Cultural compatibility

Are there significant cultural differences that may impact the way you conduct your

business?

Are there likely to be language barriers?

Entrepreneurial organisations through their very nature can achieve growth and develop aglobal footprint

relatively quickly. However, it can take a long time to create a diverse workforce

that reflects the variety of markets in which the organisation

operates, and cultural customs can impact significantly on

business practices in the chosen location. Without early

attention to these issues, your management team may be

left behind in terms of cultural awareness and diversity.

This can generate a competitive disadvantage as the

management team will be required to make rapid decisions,

while at the same time ensuring that they have a clear

understanding of the local customs and operating conditions.

In this respect, the importance of language cannot be

overstated, as it will underpin everything the business does in

the target location. Effective communication (or the lack thereof)

has the ability to make or break the business. It is a key

foundation upon which the success of the business may be

built. Your management team will need the language skills to

communicate effectively with those who will interact with your

business including government, regulators, financiers, suppliers,

staff and customers. Even in countries where English iscommonly spoken or is the language of business, regional

nuances can be a source of misunderstanding and can lead to

more serious problems.

10. Local workforce

What is the availability, skill-set and cost structure of the local work force?

When expanding into a global market, your human resources can mean the difference

between success and failure. As your organisation grows off-shore, getting the right

people in the right location can provide a vital competitive advantage. The quality of the

local workforce may often be the deciding factor in determining whether to expand yourbusiness to that location and also in determining how successful such an expansion will

be. When setting up a local workforce in your target location, there are numerous practica

issues to consider. You will need to think about the education level and experience of your

prospective workers and how much you will need to invest in training. You will need to

determine the terms and conditions of employment and you may need to negotiate with

individuals, labour unions or other bargaining agents. There may be local legislation or

regulations concerning working hours, weekends and public holidays and there may also



be local customs or practices that will impact on the operation and activities of your

workforce. In addition you will need to consider your global remuneration approach and

whether short term and long term incentive programs will be offered to your overseas

employees, as well as the tax and regulatory implications associated with this.

11. Global management teamWho will negotiate with government, customers,suppliers and business partners?

How should you manage risks such as bribery and corruption?

Who will be responsible for the recruitment of staff?

Do you have an international management team or do you need to build one?

Commencing business operations in a new market can involve significant risks, and

therefore it is important to have a strong management team that understands the

challenges ahead. Having established the business in a new country, a variety of issues

may present themselves such as:

• How to ensure that your business operations run smoothly?

• How much hands on involvement is required by your management team?

• How much time and resources will it consume setting up your operations?

• Will some members of your management team be required to spend a lot of personal

time in the new location?

12. Global human resources considerations

What benefits will you provide to expatriates and what are the tax consequences?

Do your employees require security protection?

Do you have a team that can deal with assignent management, immigration and tax

compliance?

Should these functions be outsourced?

13. Financing

What are the cash flow needs of your business?What is your projected revenue growth?

Are your financial models sound or overly optimistic?

Do you need strong partners to finance your expansion?

Have you considered Islamic finance as a source of funds?

What is the debt equity mix of funding?

What are the tax consequences?

14. Choosing the operating structure

Are you looking for slow organic growth?

Will you start out with a sales office or are you looking for a green field development?

Are you looking to establish an immediate local presence? If so, will you set up a jointventure

or will you acquire an existing local business?

15. Supply chain, transfer pricing and intellectual property

Have you identified all possible supply chain efficiencies?

Have you considered potential Australian tax issues as you move functions, intellectual

property and risk offshore?

Is your intellectual property and data protected?



16. Foreign exchange management and currency risk/controls

Is the local currency stable or volatile?

Is currency hedging available at a reasonable cost?

Could currency restrictions inhibit or even prohibit

the flow of international funds?

Cross-cultural competence in international business

http://www.worldbiz.com/ice.html





https://www.aperianglobal.com

When George Bush gave Chinese Premier Li Peng a gift of cowboy boots embroidered with the

American and Chinese flags, was it an appropriate gift?

1 Yes, a thoughtful sentiment and a keepsake appropriate to the occasion2 No, a significant miss on the part of administration protocol experts

3 Yes, a good choice, if only he had known the Premier’s correct shoe size

Answer: 2. Unfortunately, in China, the soles of the feet are considered to be the lowliest part of the

body and gifts of footwear, no less embossed with the nations’ respective flag, was a significant miss

on the part of administration protocol experts

In sending an email to a Japanese colleague with whom may wish to collaborate on a potential

business deal, you would be most successful if you

1 Begin the email by addressing the individual warmly and openly, by his first name, immediately

closing the cultural gap

2 Always use Mr. , Miss or Mrs. followed by the last name of the individual, followed by an embracing

and forthright interaction

3 Use the last name, followed by the term “sama” to address your email, followed by clear text set forth

with the utmost formality.

Answer: 3. The risk of email is that it lacks certain social contextual cues such as body language, eye

contact and intonation and can therefore create misunderstandings. There is also no way to see the

demeanor or reaction of your counterpart and adjust your communication strategy to compensate for a

misunderstanding once it is created. When in doubt, it is always safer to err on the side of greater

formality and deference. The Japanese have become accustomed to making allowances for informalcommunication from other countries, but you will proceed with more credibility if you make a sincere

effort to adapt to their customs. The use of the term “san” and, for those in a position of high authority,

“sama” is honorific. Use the last name, followed by the honorific term, followed by extreme clarity and

formality in the text, with as few assumptions for context as possible.

https://www.aperianglobal.com/

https://www.aperianglobal.com/



The Iceberg Model

It can be helpful to use an iceberg as an analogy to understand the impact of cultural

differences on behavior and interaction. Culture is like an iceberg in that only a small part

is visible, while the majority of the mass lies, invisible (and often unconscious), below thesurface. The visible and audible aspects of culture are things like dress, rituals and

communication behavior — what people wear, do and say.

These aspects of culture derive

from hidden values, expectations,

assumptions, and beliefs — the

"unwritten rules" that dictate what

is considered "appropriate" or

"inappropriate" in that culture.

Buried deep within each culture's

"iceberg," for example, is its

orientation toward time, its attitude

toward hierarchy, its fundamental

beliefs and sense of values.

Intercultural misunderstandings

occur when we observe the behavior of people from other cultures and misinterpret them based on our

own set of assumptions and values, and vice versa. Learning to interpret our own and others' behavior

from the other culture's perspective is therefore an important skill in being an effective intercultural

communicator.

Low vs. High Context

Low-context communication

One of the ways in which cultural anthropologist Edward T. Hall analyzed cultures is by the extent to

which they utilize contextual information to send and decode messages. In low-context cultures such as

Germany, the United States, and much of Scandinavia, there is a great reliance on explicit verbal or

written messages to transmit meaning, with less attention paid to contextual cues such as physical

setting, relative status of the parties involved, nonverbal signals, and length or strength of the

relationship. Communication tends to be direct and content-focused.

High-context communication

In high-context cultures such as most Asian, Latin American and Arab countries on the other hand,

meaning is derived not only from explicit verbal or written messages, but also from contextual factors

such as the setting in which the communication is taking place, the relative status of the individuals

involved, nonverbal signals, and the strength of the relationship.

Communication may therefore seem much more implicit, indirect, and attuned to feelings than in low-

context cultures, and business decisions may be based on information gathered through extensive

networks and close personal relationships.



Tips for communicating with people from low-context cultures

• Get to the point fairly quickly, and limit the amount of background informationpresented. If others need more information, they will ask.

• If you imply your conclusions without stating them explicitly, low-context listeners

may miss or misunderstand what you are getting at — it is better to state your pointsvery concretely.

• Use data and facts to support your points.

• Do not take a refusal or a criticism of your idea personally. Low-contextcommunicators tend to separate criticism of issues from criticism of the people

presenting the issues.

• Do not become frustrated if you have to ask many questions to get the information

you want. Low-context communicators tend to assume that you will ask a question if you want to know something, and they may hesitate to offer information that is notdirectly solicited for fear of appearing condescending.

• Conversely, don't assume that someone who asks you a lot of questions is

challenging or attacking you; they may simply be trying to get the specific informationthey need at the moment to make a decision.

• Be careful not to "read between the lines" too much. Don't assume that whatsomeone says today is related to what he or she said yesterday. Always clarify when in

doubt.

• Try to be more direct in your communication style, but be careful that you don’t

overdo it and express yourself too bluntly or aggressively.

• Tips for communicating with people from high-context cultures

• Pay more attention to the context in which a communication is taking place: who isspeaking, who is not speaking, what is not being said, where you are, who else is

present and what their relative status is, etc. An awareness of contextual factors can

help you to more accurately interpret verbal messages.• Pay close attention to nonverbal cues such as eye contact, pauses, posture, andfacial expression. However, it's important not to assume that these cues mean the

same thing they might in your own culture.

• People in high-context cultures often value relationships and may express

themselves indirectly in order to preserve harmony. It is therefore important, forexample, not to assume that people agree with you simply because they don't come

right out and say "No." Learn how disagreement is expressed in that culture, anddevelop alternative strategies for uncovering negative feelings that may not be directlycommunicated.

• Because high-context communicators are less apt to separate feelings from fact, be

extremely careful about how you give feedback or disagree with someone's idea. Try to

do so in private so that the other person does not lose face, and choose an appropriatesetting for the interaction as well. Sometimes it can be more effective to utilize a thirdparty to convey your message.

• A high-context communicator may ask a question as a starting point for an in-depthexchange of information. His or her expectation may be that the person who responds

will go into a great deal of detail, beyond what was explicitly asked. If someone from alow-context culture gives a concise answer that only addresses the specific questionasked, the high-context communicator may feel he or she is being unhelpful.



• Be prepared to use a variety of approaches to establish credibility and persuade —not just verbal persuasion, facts, and data. Other factors may carry even more weight

in high-context cultures, for example, who you know, how well you listen, how willingyou are to invest in a relationship and spend time socializing, even how you dress.

Some General tips on how to be effective in intercultural interactions

• Check your assumptions about the intentions behind other people's words or

actions. Avoid making quick judgments.

• Consider alternative interpretations that are based on the other culture's attitudes,perceptions and values.

• Check your conclusions, either with the other person, or with a third party who isfamiliar with both cultures.

• Examine your own cultural assumptions and values and be aware that you may be

making judgments that may fit situations in your own culture, but not in others.

• Be willing to carefully explain your intentions when it seems that others are

misunderstanding them.

• Identify ways that you can adapt your behavior, communication style, etc., to makeothers more comfortable.



Case study

Angola: Making Decisions

THE SITUATION:

Elliot Melos has just been promoted to manager of the Angolan office of his Australian

firm. This is his first time working outside Australia, and he has recently become aware of a serious conflict between two of his most valuable employees, Eduardo Spinola from thenortheast, and Jonas Ndongo, from Huambo, in the central part of Angola: the tensionsbetween the two are almost palpable, they avoid speaking directly to each other even in

meetings, etc. Elliot even hears reports of a shouting match between them, though he didnot witness this himself.

Elliot suspects that one of the factors in the conflict, is the “tribal” differences between the

two, but he is unclear about what these might be, and is afraid to make any assumptionsfor fear of making a bad situation worse by possible tactlessness. He has learned to avoidusing his own brand of self-deprecating Australian humor to defuse situations: in the past,

they have either drawn blank stares or made his Angolan counterparts react in ways thatsuggested he had lost some ground in their eyes, especially after he (a lifetime member of

Australia’s Labour Party) suggested, with tongue very much in cheek, “putting thesocialists on the barbie” at the next Angolan election. This did not go over favorably.

He needs, however, to resolve this issue as speedily as possible. What is

the first thing Elliot should do at this point?

POTENTIAL ANSWERS: RESULTIt may be advisable for Elliot to bring the two parties together and discuss the issue in a

private conference with both of them present. This will allow them to speak freely in thepresence of an authority figure.

This is not the best first step for Elliot to take, though it might be helpful later on, afterother action has been taken. Try another answer.

RESULTIt may be a good idea for Elliot to call in a neutral intermediary to discuss the issue withthe two disputants. This intermediary should be someone without commitments to either

side’s tribe or social group.

This is a possible answer and might help resolve the conflict. But it is not necessarily

Elliot’s best first option. Try a better answer.RESULT

At this point it would be best for Elliot to call aside each of the parties in turn and discuss

the issue with them, letting each one give his story of the dispute.This is the best answer. Elliot can learn great deal by being a sympathetic listener to

each side; he is also likely to learn something about the less apparent tensions in Angolanlife between subgroups.



Global advice on International Cultural Aspects & Training





For each statement below, click the button that best expresses the extent to which you agree ordisagree with the statement.

Your responses should reflect YOUR OWN VIEWS when you are IN YOUR OWN CULTURE.

1.

When other team members express a set of

priorities that are different from mine, I shouldcompromise my own wishes and act in unison withthem.

2.

I believe that seniority should be taken into

account along with achievement when distributingawards, benefits, or recognition.

3.

I believe that the entire team should share the

blame even if one individual is responsible for theteam not meeting its goals.

4.

As a manager, I should be able to give advice to

subordinates about their personal lives even if theydo not ask for it.

5.It would be appropriate for me to raise my voice if

angered by the actions of a junior employee.

6.When I am speaking with a junior employee, it is

natural that I should control the conversation.

7.If I am frustrated with a subordinate, I should notreveal my feelings to him/her.

8.It often seems to me that the colleagues I workwith understand things in general better than I do.

0.I am very concerned about how my performance is

evaluated compared with others in my group.

1.When my work does not compare favorably toothers I am reluctant to share this information with

anyone else.

2.If I have made a mistake or done somethingwrong, I let my subordinates know about it.

3.I am uncomfortable when my manager follows theprogress of my work very closely.

4.I usually try to avoid disagreeing openly with otherpeople.

5.

When communicating a message to a colleaguethat he/she may not want to hear, what I say mayhave one meaning on the surface and another

meaning below the surface.

6.When someone says something I try and figure outwhat they really mean.





Managers and National CultureCultural Links to American Managerial Behavior

Cultural Characteistics Manageial Behavior

Individualism Focus on individual contribution and benefit to self or de

Self-reliance (responsibility) Willingness to take on personal responsibility

Efficiency Stress on bottom-line cost consideration.Favorable view of future(optimism)

Favorable outlook toward success of future projects andgreater likelihood of reaching them

Pragmatic Tendency to make fairly simple judgments of whether aparticular project worked.

Rationality Emphasis on logic and raionality in reaching decisions

Contractual relationships Emphasis on impersonality in work behavior

Puritanism In some cases, overemphasis on work, but also strongmoral commitment

HumanitarianismSympathy for subordinates and peers, but usually directtoward non-work situation

MaterialismHeavy reliance on economic moivation to spur work forcequaing value of project with profitability

Time consciousness Equality Short-term perspective on output

Competitive

Rewards based more on what one does rather than whoone is. Worth in organization predicated on ability todeliver Pressure to strive to do better

Openness and direct behaviorMoralism Telegraphing clearly where one stands

Loyalty Commitment bordering on ideology

More often directed toward self, section, department thaentire enterprise

If we see how a typical American manager saw his/her life/job in general we would use following values

: Legitimacy of achievement and success ;belief in hard work; optimism; Puritanism; commitment to a

scientific & rational orientation; impersonality in work settings; belief in equality of opportunity;

acceptance of competition as fact of life, individualism. Perhaps no other country holds all these values

as strongly as do American workers.

Two major factors affect managerial behavior in Britain: tradition as a dominant andpositive social value, and an unchallenged class system. British society lalues tradition:the sense that behavioral codes that have worked well in the past should be preserved andthat change should only be introduced when un¬ avoidable. Although such attitudes seem torestrain development and innovation, «ome advantages are apparent. First, to minimizeexperimentation is to limit the possibility of losses from inappropriate projects. The typicalBritish manager waits for others to demonstrate the merits of a new venture. If a newsystem, such as a local area network, is introduced, such a step will be taken only in order to minimize potential losses from competitors, who might succeed in generating beneitsfrom the use of such systems.

Second, when implementing a new project, managers minimize risk by col¬ laborating



with others, so that any associated losses are widely distributed. Third, unsuccessfulmanagers admit their mistakes and pay the consequences, thereby allowing their successorsto reap the benefits of successful policy changes. As a corollary, unionization amongmanagers has not been a significant factor in compensation arrangements, although some40 percent of managers are formally afiliated with such unions, paticularly in the public sector.

These attitudes contrast with those prevailing in the United States, where

managers face strong pressures from shareholders to take risks in their decision making, soas to maximize the possibility of short-term gains. Consequently, mistakes are not freelyadmitted. When the admission of failure is inevitable, U.S. managers evade soleresponsibility, as far as is possible. Such behavior makes it dificult for the Board of Directors, or for shareholders, to identify errors at an early stage. In addition, it may bedificult to alter erroneous decisions when managers make obscure mistakes or relate their actions to external factors.

To be sure, the conservative cast of typical British managers is one reason for the country's sluggish economic growth .Yet resistance to change .buttresses the classsystem, so that management becomes a status rather than a profession. Managers who werenot born into the appropriate class face major obstacles when seeking promotion. At thesame time, since management is a social class, there is limited emphasis on managementeducation and training. Intuitive judgments based on experience and wisdom are preferred to

scientiic assessment. Whereas management is considered a profession in the United Statesand university degrees are usually required for advancement, social class is the most common"pass" required of new entrants in Britain. Although this orientation is most evident within thepublic sector, it signiicantly inluences managerial career development within the private sector as well.



Selected Cultural Values and Related Managerial Behavior Saudia Arabia

Cultural Values Managerial Behaviors

Tibal and family loyalty Work group loyalty

Paternal sociability Stable employment and a sense of A pleasant workplace

Caeful selection of employees Nepotism

Arabic language Business as an intellectual acivity

Access to employees and peers Management by walking around Conversaion as receation

Close and warm fiendships A person rather than task and money orientaion

Theory Y management Avoidance of judgment

Islam Sensitivity to Islamic virtues

Observance of the Qur'an and Shaia Work as personal/spiritual growth

Majlis Consultative management

A full and fair heaing Adherence to norms

Honor and shame Clear guidelines and conflict avoidancePositive reinforcement Training and defined job duties

Private correction of mistakes Avoidance of competition

An idealized self Centralized decision making

Empathy and respect for the self-image of others

Polychrome use of ime Right and left brain facility

A bias for acion Patience and flexibility

Independence Sensitivity to control,Interest in the individual

Male domination Separation of sexes



Cultural Values,Managerial Implications & Organization structure





Employee Categorization & Prototype in Chinese Culture



The Indian Context







Management Styles in Various Cultures

Pareek (1988; 1997: 188-90) describes these twelve styles as follows:

1. Supportive (+NP): In this style, support is provided when needed. Managers with this style are

supportive coaches. They encourage their subordinates, cheer them up, and provide the necessary

conditions for their continuous improvement. They help them to help themselves.

2. Rescuing (—NP): In this style, support is provided by almost imposing oneself on others. The belief

is that the subordinate is not Capable of taking care of himself. This style inculcates dependency-

proneness.

3. Normative (+CP): Managers with this style are interested in developing proper norms of behaviour

for their subordinates and helping them to understand how some norms are more important than

others. The manager is concerned with setting appropriate norms by involving his subordinates in

evolving these norms, and also in deciding how such norms will be followed.

4. Prescriptive (—CP): People with this style are critical of others' behaviour. They impose themselves

and want others to do what they think is right or wrong. Managers with this style prescribe solutions

rather than helping subordinates to work out alternative solutions to the problem.

5. Problem-solving (+A): In this style the concern of the person is to solve the problem by himself

working and involving others in it. He does not see the problem as being merely conined to the tasks.

For him the problems have various dimensions.

6. Task obsessive (—A): The manager with this style is primarily concerned with tasks, and is so

obsessed with the work to be done that he overlooks various other things. They are not concerned with

feelings and, in fact, fail to recognize them, since they see them as

not related to the task. They function like computers.



7. Innovative (+FC): People with this style are enthusiastic about new approaches, and take others

along with them. They pay enough attention to mustering an idea so that it results in concrete action,

and is internalized in a system.

8. Bohemian (+FC): Such a manager does not stay with one idea and is obsessed with new ideas all

the time. He overwhelms his sub¬ ordinates with new ideas. He is less concerned about the working of these new ideas, and is mainly concerned with the ideas them¬ selves. He hardly allows an idea or a

practice to stabilize. He goes from one idea to another.

9. Confronting/Assertive (+RC): In this style the person is concerned with the exploration of a problem.

Perseverence is the main characteristic. Such managers confront the organization in order to get things

done for their subordinates. Even when something is.to be explored with the person, the focus is

always a particular issue or a problem and the person is not the target.

10. Aggressive (—RC): A person with this style is likely to show his aggressiveness by in-ighting,

making heavy demands, ighting or going back to issues and never allowing these to be settled.

Managers with this style will help achieve results. Their aggressiveness, however, makes people ignore

them and not take them seriously.

11. Resilient (+CC): This style is characterized by functional compliance. The person respectfully

accepts others' ideas which appeal to him, and changes his approach when needed.

12. Sulking (—CC): A manager with this style keeps negative feelings to himself, Finds it difficult to

share them and avoids meeting people if he has not been able to fulil his part of the contract. Instead of

confronting problems, a person with this style avoids them, feels

bad about situations but does not express himself.



Learnings & implications



References

1 Management and Cultural Values , Indigenization of Organizations in asia

Sage Publications ISBN 0-7619-9318-5

Henery S R Kao , Durganand Sinha , Bernhard Wilpert2 Managers and National Culture , A Global Perspective

Quorum Books Wesport Connecticut

Edited by Rochard B Peterson

3 Indian Business Culture

Viva Books Private Limited ISBN 81-7649-081-4

Rajiv Desai

Documents

IB Term Paper